The builders of visionary organizations tend to be clock builders not time tellers (Collins & Porras 1994)
Peter Senge (2006) describes leaders as optimally being designers: If people imagine their organizations as an ocean liner and themselves as leaders, wihat is their role? For years, the commone anser I recived when posting this question to groups of managers was the "captain". Others mights say "the navigator, setting the direction" or the "engineer down beow stioking the flame, providing energy or even the social director making sure everyone's enrolled, involvd and communicationg. While these are legitimate leadership roles, there is another which in many ways eclipses them all in importance. Yet rarely do people think of it. The neglected role is that of the designer of the ship. No one has a more sweeping influence ot the sip than the designer... It's fruitless to be the leader in an organization that is poorly designed"
What does this mean for the Leadership Team? How will the professional development opportunities be designed (vs. scheduled)?
How will we create opportunities to enable professional learning to flourish?
What is our target?
How will we design opportunities for teachers to engage in professional earning that has an unmistakable impact on the way they teach and the way students learn? (Jim Knight 2011).
How are we designing our ship?
Are we trying to steer the ship without knowing how it is designed? Whose voices are involved in teh designing of the ship?
Partnership Principles which should guide professional learning for HIA
Equality: professional learning is done with teachers rather than training done to teachers
Choice: teacher should have choice regarding what and how they learn
Voice: professional learning should empower and respect the voices of teachers
Reflection- reflection is an integral part of professional learning
Dialogue- professional learning should enable authentic dialogue
Praxis- teachers should apply their learning to their real-life practice as they are learning
Reciprocity - we should expect to get as much as we give
Compiled by Jim Knight: Unmistakable Impact 2010 What will we: Keep Merge Remove
Components of PD at HIA, Spring 2011 to increase academic language interaction (flexible & to be edited by HIA's Leadership Team)
Goals: Increase Student Oral Language Interaction Increase Teacher capacity for facilitating interactive instructional settings (digital and analog) Promote interactive uses of SMART boards-and maximize use of current tech tools
Leadership Team:
Set Targets
Design Opportunities
Ask for voice, input, reflection,
Determine what we will keep, refine, remove
Whole School:
(Wed) Strategies sessions... schedule of interaction strategies
intertwine unconference format for sharing interaction strategies
Contribute to embedded communication forum (Yammer, so forth)
Learning Teams/ co-teaching teams:
Meet on scheduled days for collaborative planning
Use coaching process, model, reflect, refine
Encourage and offer resources
Individual Teachers
Self or peer video classes (2-3), reflect re: student academic interaction (see checklist from JB re: # of mintues of T/S talk, specific interactions, vocabulary use and extensions, contributions using technology)
Offer voice re: Professional Learning
Engage, reflect
Contribute to system wide communication and collaboration
Highly encourage all HIA teachers and admin to build a Personal Learning Network with internal and external colleagues: Get started with:
The builders of visionary organizations tend to be clock builders not time tellers (Collins & Porras 1994)
Peter Senge (2006) describes leaders as optimally being designers:
If people imagine their organizations as an ocean liner and themselves as leaders, wihat is their role? For years, the commone anser I recived when posting this question to groups of managers was the "captain". Others mights say "the navigator, setting the direction" or the "engineer down beow stioking the flame, providing energy or even the social director making sure everyone's enrolled, involvd and communicationg. While these are legitimate leadership roles, there is another which in many ways eclipses them all in importance. Yet rarely do people think of it.
The neglected role is that of the designer of the ship. No one has a more sweeping influence ot the sip than the designer... It's fruitless to be the leader in an organization that is poorly designed"
What does this mean for the Leadership Team? How will the professional development opportunities be designed (vs. scheduled)?
Partnership Principles which should guide professional learning for HIA
Equality: professional learning is done with teachers rather than training done to teachers
Choice: teacher should have choice regarding what and how they learn
Voice: professional learning should empower and respect the voices of teachers
Reflection- reflection is an integral part of professional learning
Dialogue- professional learning should enable authentic dialogue
Praxis- teachers should apply their learning to their real-life practice as they are learning
Reciprocity - we should expect to get as much as we give
Compiled by Jim Knight: Unmistakable Impact 2010
What will we:
Keep
Merge
Remove
Components of PD at HIA, Spring 2011 to increase academic language interaction
(flexible & to be edited by HIA's Leadership Team)
Goals:
Increase Student Oral Language Interaction
Increase Teacher capacity for facilitating interactive instructional settings (digital and analog)
Promote interactive uses of SMART boards-and maximize use of current tech tools
Leadership Team:
Whole School:
Learning Teams/ co-teaching teams:
Individual Teachers
Highly encourage all HIA teachers and admin to build a Personal Learning Network with internal and external colleagues:
Get started with: